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Yuval Yeret

Scaling agile to distributed teams.pptx - Google Drive - 0 views

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    Collection of effective practices
Yuval Yeret

Ideal Training for Enterprise-Scale Agility? « Scaling Software Agility - 0 views

  • training strategy for a significant enterprise that is contemplating an “all in” (immediate and across the entire company) enterprise scale transformation approach
  • for the enterprise, a combination of team-based and role-based training that would touch every practitioner is ideal
  • all team practitioners receive a minimum of two days of agile training, (agile team training for the each team in the enterprise)
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  • an additional day or so of training for specialized roles of Product Owner, Project/Release Manager, and Agile/Scrum Master
  • All other executives and managers are invited to attend an overview course on scaling software agility
  • Agile for Teams –Essential, team-based training in a two day workshop
  • philosophy, principles, and benefits of agility, agile methods, iterative and release framework, roles, agile technical practices, and agile management practices (Scrum)
  • Agile Release and Project Management at Enterprise Scale – For Project Managers, Release Managers, Program and Portfolio Managers who have responsibility for helping deliver the product(s) to the marketplace. Topics include differences between traditional and agile product management, iteration framework, multi-level release planning and tracking, the agile release train, planning and executing the release planning event, and measuring enterprise progress.
  • Agile Product Owner in the Enterprise – For team-based product owners/candidates who will become responsible for backlog management, story writing, and iteration and release planning, and who will also be involved in the planning and coordination of larger scale software systems of systems built by teams of teams.
  • The Agile Master In The Enterprise – For potential agile team leads/future Scrum Masters who will be coaching agile teams and who will interact with other teams as well. Topics include: process facilitation, enterprise agility, mastering the iteration, team roles, release planning and tracking, agile leadership, empowerment and conflict management, and integration Scrums.
  • Agile Product Manager in the Enterprise – For enterprise product managers with product, product line, portfolio and business unit responsibilities. Topics include: what’s so different about agile, backlog and prioritization, relationship to product owners, PM’s role in release planning and management, visioning and the product roadmap.
  • Scaling Software Agility – Best Practices for Large Enterprises – For executives and key stakeholders in support, distribution, quality, internal IT, HR and all others whose roles will be impacted by the substantive changes that enterprise agile engenders. Part I – overview of agility highlighting lessons learned from the most common and effective agile methods Part II – seven team best practices of agility that natively scale to the enterprise level Part III – seven organizational capabilities that companies can master to achieve the full benefits of enterprise scale agility
  • The team member doesn’t need a CSM course, but he does need to know how to work in an agile environment.
  • what are the engineering practices need to support agile development? I’ve found that if developers only have their existing tools and practices, then they will continue to specify and develop waterfall-style within the sprints.
Yuval Yeret

James Shore: The Art of Agile Development: Incremental Design and Architecture - 1 views

  • when you first create a design element—whether it's a new method, a new class, or a new architecture—be completely specific. Create a simple design that solves only the problem you face at the moment, no matter how easy it may seem to solve more general problems
  • Waiting to create abstractions will enable you to create designs that are simple and powerful.
  • The second time you work with a design element, modify the design to make it more general—but only general enough to solve the two problems it needs to solve. Next, review the design and make improvements. Simplify and clarify the code. The third time you work with a design element, generalize it further—but again, just enough to solve the three problems at hand. A small tweak to the design is usually enough. It will be pretty general at this point. Again, review the design, simplify, and clarify. Continue this pattern. By the fourth or fifth time you work with a design element—be it a method, a class, or something bigger—you'll typically find that its abstraction is perfect for your needs. Best of all, because you allowed practical needs to drive your design, it will be simple yet powerful.
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  • This is difficult! Experienced programmers think in abstractions. In fact, the ability to think in abstractions is often a sign of a good programmer. Coding for one specific scenario will seem strange, even unprofessional.
  • Continuous Design Incremental design initially creates every design element—method, class, namespace, or even architecture—to solve a specific problem. Additional customer requests guide the incremental evolution of the design. This requires continuous attention to the design, albeit at different time-scales. Methods evolve in minutes; architectures evolve over months. No matter what level of design you're looking at, the design tends to improve in bursts. Typically, you'll implement code into the existing design for several cycles, making minor changes as you go. Then something will give you an idea for a new design approach, requiring a series of refactorings to support it. [Evans] calls this a breakthrough (see Figure). Breakthroughs happen at all levels of the design, from methods to architectures.
  • Don't let design discussions turn into long, drawn-out disagreements. Follow the ten-minute rule: if you disagree on a design direction for ten minutes, try one and see how it works in practice. If you have a particularly strong disagreement, split up and try both as spike solutions. Nothing clarifies a design issue like working code.
  • Risk-Driven Architecture Architecture may seem too essential not to design up front. Some problems do seem too expensive to solve incrementally, but I've found that nearly everything is easy to change if you eliminate duplication and embrace simplicity. Common thought is that distributed processing, persistence, internationalization, security, and transaction structure are so complex that you must consider them from the start of your project. I disagree; I've dealt with all of them incrementally [Shore 2004a]. Two issues that remain difficult to change are choice of programming language and platform. I wouldn't want to make those decisions incrementally!
    • Yuval Yeret
       
      Possible exercise - Try to come up with various things that are risky to YAGNI. And then order them according to level of risk. Use the examples here to seed the list
  • Limit your efforts to improving your existing design
  • To apply risk-driven architecture, consider what it is about your design that concerns you and eliminate duplication around those concepts
  • Your power lies in your ability to chooose which refactorings to work on. Although it would be inappropriate to implement features your customers haven't asked for, you can direct your refactoring efforts towards reducing risk. Anything that improves the current design is okay—so choose improvements that also reduce future risk.
  • design is so important in XP that we do it all the time
  • Don't try to use incremental design without a commitment to continuous daily improvement (in XP terms, merciless refactoring.) This requires self-discipline and a strong desire for high-quality code from at least one team member. Because nobody can do that all the time, pair programming, collective code ownership, energized work, and slack are important support mechanisms.
  • Test-driven development is also important for incremental design. Its explicit refactoring step, repeated every few minutes, gives pairs continual opportunities to stop and make design improvements. Pair programming helps in this area, too, by making sure that half of the team's programmers—as navigators—always have an opportunity to consider design improvements.
  • Alternatives If you are uncomfortable with XP's approach to incremental design, you can hedge your bets by combining it with up-front design. Start with an up-front design stage and then commit completely to XP-style incremental design. Although it will delay the start of your first iteration (and may require some up-front requirements work, too), this approach has the advantage of providing a safety net without incurring too much risk.
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